organizational change and development.pptx

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Organizational Change
 Organizational change is the process by which
organization move from their present state to some
desired future state to increase effectiveness.
 When an organization system is disturbed by some
internal or external forces change frequently occur or any
alteration which occur in the overall work environment of
an organization.
Sayed Izharul Hasnain

CHARACTERSTICS OF O.C.
 Change happen for the pressure of both internal and
external forces in the organization.
 Change in any part of the organization affect the whole
organization.
 Change may affect people , structure, technology, and
other element of the organization.
 Change also affect the rate of speed and degree of
significance of the organization.
 Change may be reactive or proactive.
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Nature of Organizational change
It is often said that nothing is certain but death and taxes.
But a third term has to be added — change. In
management, change is expected as part of organisational
life. Change refers to an alteration in the present business
environment.
Every individual and organisation has to experience
change. At times the change is planned for.
Sometimes changes are imposed — events beyond the
individual’s or organisation’s control initiate the change. In
the first situation there exists a great possibility to predict
what may happen and thereby to control events. In the
second situation, reaction to unforeseen events can be the
response. Since change is certain to occur, it has to be
managed. So it is necessary at the outset to examine
potential sources of change.

Nature of Organizational change
Contd….
An organization is an open system which implies that it is in
the constant interactional relationship with its external
environment. any change in its external environment. such
as changes in customer tastes and preferences, competition
Economic policies of the Government and others. make it
imperative for the organizer to make changes in its internal
system.
Further, the organization is composed of a number of
subsystems which are also in the dynamic relationship of
interaction and interdependence with each other. any
change in a subsystem creates a chain of changes
throughout the entire system.

5.Weisbord’sSix-Box Model (1976)
• Weisbord (1976) proposes six broad categories in his model of
organizational life, including purposes, structures,
relationships, leadership, rewards, and helpfulmechanisms
• The purposes of an organization are the organization’s
mission andgoals
• Weisbord refers to structure as the way in which the
organization is organized; this may beby
– By function – where specialists worktogether
– By product, program, or project – where multi-skilled teams work
together
• ways in which people and units interact is termed
relationships
• box of relationships is the way in which people interact with
technology in theirwork.
• Rewards are the intrinsic and extrinsic rewards people
associate with theirwork.

• Theleadership box refers to typical leadership tasks,
including the balance between the otherboxes.
• Finally
, the helping mechanisms are the planning,
controlling, budgeting, and information systems that
serve to meet organizationalgoals.
• The external environment is also depicted in
Weisbord’s model, although it is not represented as a
“box”
• Weisbord identifies as inputs the money, people, ideas,
and machinery which are used to fulfill the
organization’s mission. The outputs are products and
services.

• Two premises which are not apparent in Weisbord’s
model are crucial to understanding the boxes in the
model.
• The first premise refers to formal versus informal
systems. Formal systems are those policies and
procedures the organization claims to do. In contrast,
informal systems are those behaviors which actually
occur
. The bigger the gap between the formal and
informal systems within the organization, the less
effective the organizationis.
• The second premise concerns the fit between the
organization and the environment, that is, the
discrepancy between the existing organization and the
way the organization should function to meet external
demands. Weisbord defines external demands or
pressures as customers, government, andunions.

7.McKinsey 7S Framework(1981-82)
• TheMcKinsey 7S Frameworkwas created as a recognizableand
easily remembered model in business. Theseven variables,
whichthe authorsterm “levers,” all beginwith the letter “S”

• Model was also designed to illustrate the
interdependency of the variables; the illustration ofthe
model hasbeen termed the “Managerial Molecule.”
• Thevariables represented in the model wereconsidered
to be of crucial importance to managers and
practitioners
• The seven variables include structure, strategy, systems,
skills, style, staff, and shared values. Structure is defined
as the skeleton of the organization or the organizational
chart.
– systems are the routinized processes andprocedures
followed within theorganization
– Staff are described in terms of personnel categorieswithin
the organization (e.g.,engineers)
– skills variable refers to the capabilities ofthe staff within the
organization as awhole

– way in which keymanagers behave in achieving
organizational goalsis considered to be the style variable
– shared values variable, originally termed superordinate
goals, refersto the significant meanings or guiding concepts
that organizational membersshare
• Authors have concluded thatAmerican companies
tend to focus on those variables which they feelthey
can change (e.g.,structure, strategy, and systems)
while neglecting the othervariables.
• These other variables (e.g.,skills, style, staff,and
sharedvalues)are consideredto be “soft” variables.

TYPES OF CHANGES

Planned Changes
• Changes in products and
services
• Changes in administrative
systems
• Changes in organizational
size or structure
• Introduction of new
technologies
• Advances in information
processing and
communication
Accidental Changes
• Changing employee
demographics
• Performance gaps
• Governmental regulations
• Economic competition in the
global arena
Types of Changes:
1) Planned
2) Accidental
Organizational
Change

Planned change
Change activities that are intentional and
goal oriented
• First order change
Linear and continuous, no major shifts
(small QIPs)
• Second order change
Multidimensional, multilevel, discontinuous
and radical (e.g., drastic cutting down of
cost/ inventory level)

Planned change can also be
classified as:
Operational Change
based on efforts to improve basic work and
organizational processes
Transformational Change
involves redesign and renewal of the total
organization

Continuous Change
• Minor changes made in strategies,
structures, people and processes
• Include refining policies, procedures;
improving selection, training and appraisal
procedures, introducing new machinery

• Discontinuous changes occur due to critical
environmental changes:
e.g.,
- Product life cycle shifts
- Internal company dynamics
Discontinuous changes

Participative change & Directive change
Participative change is “bottom up” change made
by educating the staff members and letting them
share in the ownership of the change. This type of
change seems to work best with a staff that is
relatively high in ability and willingness. Participative
change tends to be long lasting and to have the
strongest support of the staff after all, it's their idea.
The major disadvantage is that it is slow to occur.

Directive change is “top down” change imposed on the
staff from the leader or other higher external force. For
example, the leader, without warning, may say to the
staff, “All expenditures, without exception, will be cleared
through me until further notice.” This type of change
works best with a staff that is relatively low on the ability
and willingness sub dimensions. Exceptions may be in
emergency situations where rapid change is needed. For
directive change to be effective, the leader must have
sufficient position power (coercive, connection, reward
and legitimate power) to enforce the change. A
disadvantage of this type of change is that it requires the
presence of the leader to maintain it and often results in
dissension among the staff.

The Evolution of Starbucks
In the beginning they had only just a shop that
sold some selected coffee beans.
As Starbucks growing, they realized that the
informal techniques were not sufficient and
needed to have a more formalized with people
and places.
Now Starbucks was the biggest coffee chain
network in the world with more than 15000
shops in over 44 countries. And they grown too
fast.
They adopting the Italian culture and make some
important changes in organization.
Exploring Behavior in Action
Howard Schultz
Dave Olsen
Dawn Pinaud
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Change Forces/ Causes of change
INTETRNAL
FORCES
Work force

Managerial
personnel

Management
structure
Avoid developing
inertia
ExTERNAL
FORCES
Technology

Marketing
conditions
Social changes
Political forces
Change
FORCES
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Managerial
Advice
Companies’ Responses
to Pressures for “Green”
Policies and Practices
Taking as it positive way:
It create a healthy image in customers.
It help in cost cutting.
Energy saving in the office.
Help in reducing carbon in environment.
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23

Process of Planned Change
• Provide rationale
for change
• Create minor
levels of
guilt/anxiety about
not changing
• Create sense of
psychological
safety concerning
change
• Provide information
that suspects
proposed changes
• Bring about actual
shifts in behavior
• Implement new
evaluation systems
• Implement new
hiring and promotion
systems
Kurt Lewin
Unfreezing Moving Refreezing
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Experiencing
Strategic OB
Coca-Cola Is Finding a New Fizz
Neville Isdell Sandy Douglas
Coca-Cola is changing its culture,
and
also enhance its product line to better
satisfy the demand of customers.
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PERSPECTIVES OF
MANAGING CHANGE
Organizational change is pervasive today, as
organizations struggle to adapt or face decline in the
volatile environments of a global economic and political
world. The many potent forces in these environments—
competition, technological innovations, professionalism,
and demographics, to name a few—shape the process of
organizational adaptation. As a result, organizations may
shift focus, modify goals, restructure roles and
responsibilities, and develop new forms. Adaptive efforts
such as these may be said to fall under the general rubric
of redesign.

The Biological
Perspective
27
 This approach considers change from the perspectives
of an individual organism as it is born from the baby,
grows to an adult, matures and ultimately dies.

The Rational
Perspective
28
 This alignment is within the power of managers to
manipulate because they are charged with the best use of
resources to achieves organizational objectives.

The Institutional
Perspective
29
 The institutional perspective recognizes that pressure to
conform might come from other organizations as well as
social, government, legal, cultural, or other pressures.
Institutional theory focuses on the need for organizations to
maintain legitimacy with societal norms and values, often
embodied in governments, professions, and trade
associations

The Contingency
Perspective
30
 Organizational change from a behavioural viewpoint where
managers should make decisions taking into account the
circumstances of change.

The Psychological
Perspective
31
 Understanding the personal feeling and emotions of
employees is the most important part of making successful
change transitions.

The Cultural
Perspective
32
 Change management revolves around diagnosing cultural
values.

Political
Perspective
33
 The nature of change is based on conflict and power.

Systems
Perspective
34
 A set of interconnected things.
 For example a human body can be considered a system, with
a range of additional subsystems like the muscular and
respiratory system.

Postmodern
Perspective
35
 Feedback from the own team and also the response from the
audiences which are customers itself.

Resource Perspective
36
 Change is determined by institutional pressure.

Population/Ecology
Perspective
37
 Change is dependent on the population and
ecology of the organization. Population ecology, as its name
implies, focuses on the changing nature of populations of
organizations.

Speed of Change
Criteria to
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Consider
Urgency
Degree of support
Amount and complexity of change
Competitive environment
Knowledge and skills available
Financial and other resources

Change Resistance: Why?
► The risk of change is seen as greater than the risk of
standing still.
► People feel connected to other people who are identified
with the old.
► People fear the lack the competence to change.
► People feel overloaded and overwhelmed.
► People have a healthy skepticism and want to be sure new
ideas are sound.
► People fear hidden agendas among would-be reformers.
► People feel the proposed change threaten their notions of
themselves.
► People anticipate a loss of status or quality of life.
► People genuinely believe that the proposed change is a
bad idea (Schuler, 2003)

Resistance to Change
Group
Resistance
Organizational
Resistance
Effort to block new
ways of doing things
Three Factors
Individual
Resistance
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Individual Resistance
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•Below are stated some reasons why people resists
changes. Some of these appear to be rational or
emotional. These reasons are:-
•Economic factors
•Habits
•Insecurity
•Lack of communication
•Extend of change
•Psychological factors
•Social factors

Group Resistance
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Most organizational changes have impact on
formal groups in the organization the main
reason why the groups resists change is
that they fear that their cohesiveness or
existence is threatened by it.

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Organizational Resistance
Organizational resistance means the change is
resisted at the level of the organization itself.
Some organization are so designed that they resist
new ideas, this is specifically true in case of
organization which are conservative in nature.
Majority of the business firm are also resistance to
changes. The major reason for organizational
resistance are:-
•Threat to power
•Group inertia
•Organizational structure
•Threat to specialization
•Resource constants
•Sunk costs Sayed Izharul Hasnain

Communication • Highest priority and first
strategy for change
• Improves urgency to
change
• Reduces uncertainty
(fear of unknown)
• Problems -- time
consuming and costly
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Minimizing Resistance to Change

Communication • Provides new knowledge
and skills
• Includes coaching and
action learning
• Helps break old routines
and adopt new roles
• Problems -- potentially
time consuming and
costly
Training
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Communication • Increases ownership of
change
• Helps saving face and
reducing fear of
unknown
• Includes task forces,
search conferences
• Problems -- time-
consuming, potential
conflict
Training
Employee
Involvement
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Communication • When communication,
training, and
involvement do not
resolve stress
• Potential benefits
•More motivation to
change
•Less fear of unknown
•Fewer direct costs
• Problems -- time-
consuming, expensive,
doesn’t help everyone
Training
Employee
Involvement
Stress
Management
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Communication
• When people clearly
lose something and
won’t otherwise support
change
• Influence by exchange--
reduces direct costs
• Problems
•Expensive
•Increases compliance,
not commitment
Training
Employee
Involvement
Stress
Management
Negotiation
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Communication
• When all else fails
• Assertive influence
• Firing people -- radical
form of “unlearning”
• Problems
•Reduces trust
•May create more subtle
resistance
Training
Employee
Involvement
Stress
Management
Negotiation
Coercion
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Technology Driven Change
Resistance Model
 Technology Driven Change-Technology-
driven change management frequently
involves initiatives that are dependent on
interwoven technical processes. The
interconnections are rarely fully understood
from the outset and the man-machine
interfaces often prove difficult (Holti, 1996)

Managing with Technology at FedEx
►
►
►
►
►
►
CEO Fred Smith believes that, "Information about the package is as
important as the package itself” and has always viewed IT as the core
element of his company’s business formula (Gordon, 2001).
In 1981, the company inaugurated the use of bar code labeling in
ground transportation
In 1984, FedEx rolled out a PC-based automated shipping system
In 1994, the FedEx website, www.fedex.com, became the first to let
customers track their packages on the Internet.
In 1996, that capability was extended, allowing customers to create
shipping labels and order courier pickups.
This emphasis on IT innovation has gained FedEx a 30 percent share
in the highly competitive business to consumer express delivery
market, according to Chris Newton, a senior analyst of supply chain
strategies for AMR Research in Boston (Gordon, 2001).

Stakeholder Driven Change
Resistance Model
 The stakeholder model requires that all of
the parties affected by management
decisions, in addition to the shareholders
themselves, management, employees,
customers, suppliers, communities in which
the company operates and the environment
from local to global, all must be considered
as fairly and justly as possible (Kay, n.d.) .

Satir Change Resistance Model
►
►
The Satir Change Model focuses not just on systems or
technology but on individual people.
The Satir Change Model describes the major stages of a
change; transition between stages; effects of each stage on
feelings, thinking, performance and physiology; and helpful
and harmful interventions during each stage, making it a
robust model which explains the success of FedEx; a service
industry that uses technology to cater to customer needs
(Gordon, 2001).
Fig. 1 Satir Change Model

Satir Change Model as Applied to
FedEx
►
►
The Satir model fits highly technical organizations well.
Late Status Quo
 Staff are familiar with the FedEx organizational team and understand that company success is dependent on IT
for survival and success
 They know what is expected of them
 If something fails, they know they might have to pick up the pace.
► Resistance

 Group confronts a foreign idea (new hand held device and technology changes)
 Threatens familiar power structures. When change is to be implemented, resistance is natural, however,
overcoming resistance requires that “people…open up, become aware, and overcome the reaction, to deny,
avoid or blame” (Smith, 2009).
Members resist and question validity of new device. After being educated on device realize that it is a good
product
► Chaos
 After accepting new device there is a lot of unknown
 This stage is required as a means of processing, problem solving, re-framing, and acceptance and buy-on for
change initiatives
 Old behaviors may not be possible
► Integration
 Transforming element that can show how the device can benefit them (speed up their day)
 Increases value in the marketplace. FedEx communicates the value of change to their employees through their
“bottom line;” as the bottom line is affected by consumer behavior, the company communicates hat the “initiator
►
of change is [their] customer” (Gordon, 2001, p. 3).
New Status Quo
 Fed Ex in a better place
 Performance stabilizes at a higher level
 More reliable information

Critical Components in Change
Theory
► Define the change
► Seek stakeholder input
► Formulate a plan
► Communicate the plan
► Seek additional stakeholder input
► Implement the plan
► Continuously document process and communicate
with stakeholders
► Make changes as necessary during the process
(Hayes, A., 2009).

Reducing Change Resistance:
Employees
“The most significant recent change at FedEx was
a massive reorganization announced Jan. 19,
2000. The company consolidated four of its five
operating subsidiaries under the FedEx brand
name and moved most of its IT, sales and
marketing staff into a new company, FedEx
Corporate. At the same time, FedEx realigned
the relationships of these companies to one
another, aiming to provide customers with a
single point of access to sales, customer service,
billing and automation systems” (CIO.com,
2001).

Increased Internal Communication
FedEx has managed resistance to change by
communicating with their staff. One way of
increasing communication as well as
exploiting the internal expertise of FedEx
employees worldwide, was the
implementation and use of “FXTV” which
connected the company members as a whole
system through live broadcasts to employees
around the world (Gordon, 2001, pp. 1-2).
FedEx also uses IP multicast technology to pipe
programming through their intranet into IP-TV
viewers that staff have at their desktops"
(CIO.com, 2001).

Reducing Change Resistance:
Customers
James Ketner, manager of the General Motors Service Parts Operation
plant in Lansing, Mich., sums up the customer’s perspective succinctly:
"The more responsive a vendor is, the more chance we have to do
business with them. FedEx has been very responsive." Ketner has been
working with FedEx to improve the shipment of small automotive
parts from his facility to dealers worldwide. "We had needs," he says,
"and we approached FedEx for opportunities to solve them. They have
been very willing to work closely to blend their systems expertise with
ours." FedEx’s IT improvements have cascaded down the supply chain.
"In today’s environment, there is ongoing pressure to be responsive to
customer needs while maintaining cost-effectiveness," Ketner says.
"Partners like FedEx who can translate their expertise into IT solutions
create that opportunity. It has allowed us to serve the customer and
eliminate waste from our system" CIO.com, 2001).

Change Agents
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• A Persons in organization responsible for
managing change activities.
• Can be managers or non managers, current
employees, newly hired employees or outside
consultants.

Internal Resource person(IRP)/Internal change
agent.
The ultimate goal of change management is to drive
organizational results and outcomes by engaging
employees and inspiring their adoption of a new way of
working.
Whether it is a process, system, job role or organizational
structure change (or all of the above), a project is only
successful if individual employees change their daily
behaviors and start doing their jobs in a new way. This is
the essence of change management

A whole system of people in the organization support employees
in making this transition. From the highest levels of leadership to
frontline supervisors, managing change well relies on a
coordination of actors all moving in unison and fulfilling unique
roles. These are the five key roles in change management:
Change management resource/team
Executives and senior managers
Managers and supervisors
Project team
Project support functions
Role Descriptions
The table below illustrates what we would like to hear each of
these groups say if they are actively engaged in managing
change. Conversely, it also identifies what you may hear from
each role if their responsibility is not clearly defined or understood
(either by the player or by the organization).

External Resource person/ External change
agent.
External agents are outside consultants temporally employed to
oversee the change process. The external agents are usually
needed when the changes are of complex nature with limited
capacity or capability within and when there is need for an
external intervention by people with no conflicts of interest,
prejudice or loyalty.
Eg – Six Sigma Black Belt.

ROLES OF CHANGE AGENT
1. Consulting - As a consultant, the manager places
employees in touch with data from outside the organization
or helping organization members to generate data from
within the organization. The overall purpose is to help
employees find solutions to problems through analysis of
valid data.
2. Training - to provide organization members with a new set
of skills—the ability to retrieve, translate, and use new data
to solve future problems.To help organization members
derive implications for action from the present data and.
3. Research - Finally, and closely associated with the
previous role, the manager may assume the role of
researcher. As researcher, the manager may train
organization members in the skills needed for valid
evaluation of the effectiveness of action plans that have
been implemented.

Organizational Restructuring
•A social unit of people that is structured and
managed to meet a need or to pursue collective
goals, is called an “Organization”.
•Organizational Structure consists of activities
such as task allocation, coordination and
the
supervision, which are directed towards
achievement of organizational goals.

• Organizations are a variant of clustered entities.
• An organization can be structured in many
different ways, depending on their objectives.
• The structure of an organization will determine
the modes in which it operates and performs.

A visual schematic of Organizational Chart

• A business organization makes changes in
personnel and departments and change how
workers and departments report to one another
to meet market conditions.
• Some companies shift organizational structure to
expand to serve growing markets & other
companies reorganize downsize or eliminate
departments to conserve overhead.

• Organization restructuring happens when the
reporting hierarchy of a company changes.
• After organization restructuring certain groups
will report to different departments, and some
departments may be newly created or disappear
altogether.

Causes of Organizational Restructuring
• Changing Strategy
• Changing Structural Types
• Downsizing
• Expanding

Changing Strategy
• Companies reorganize structure to
accommodate the market shifts.
• Some companies create new divisions to
facilitate new products or product lines.
• Some companies trim production staff due to
surplus production
• Some companies increases sales staff to drive
sales.

Changing Structural Types
• Companies often rearrange business structure to
follow a new business model.
• Some companies shift organizational structure to
a regional model to assign local managers.
• Some companies create a matrix grid to place
the key managers over various departments and
divisions.

Downsizing
• Companies commonly downsize to remain
functional during a loss of revenue.
• Most companies will close departments, drop
product lines, lay off managers and sell facilities
to keep a company afloat.
• Some companies reorganize business structure
to meet the needs of the new organization at its
smaller size

Expanding
• Corporate expansion demands the creation of
new departments to accommodate new products
or new facilities.
• For any expansion companies has to rearrange
business structure to include the new staff.
• Companies often make changes in the basic
organizational structure for any expansion.

Merger and Acquisition
• Merger and Acquisition refers to the process of
acquiring a company at a price called the
acquisition price or acquisition premium.
• The key principle behind M & A is to create
shareholder value over and above that of the
sum of the two companies.
• Two companies together are more valuable than
two separate companies

Merger and Acquisition
and
Distinction between Mergers
Acquisitions
• When one company takes over another and
clearly establish itself as the new owner, the
purchase is called an acquisition.
• When two firms, often of the same size, agree to
go forward as a single new company rather than
remain separately owned and operated, this is
referred to as a merger.

Re-organizing work activities
•Define the problem.
•Determine whether existing jobs and structures are meeting
department goals.
•Consider what factors contribute to effectiveness of jobs and
structure.
•Identify methods for collecting input from staff.
Verbal, written, and computer surveys
Problem-solving teams
Review committees

Identify a new structure or model that will support your
goals, including:
•Distribution of functions throughout the organization (definition of
functions to be performed, groupings of functions, and the
relationships among functions)
•Vertical and horizontal authority relationships
•Communication/decision-making process (how formal decisions are
made and by whom, and the information system established for
decision-making)
•Internal departmental policies (the decisions, rules, or guidelines
established in production, personnel, purchasing, research and
development, and other areas)
•The attributes of department employees (includes abilities, skills,
experience, and other behavioral issues)

Develop a reorganization proposal, including:
•Timeframe
•Reasons for reorganization
•Before and after organization charts
•Job descriptions for new, changed positions
•Names, titles of employees to be affected by changed or eliminated
jobs, new reporting lines, physical relocation, or reduction in time
•Review of Affirmative Action impact
•Order of potential layoffs for career positions based on seniority
points
•Notices to go to unions
•A communication plan Sayed Izharul Hasnain

Identify the different groups who will need communication
and the different messages/information they will need.
Determine series of review and update meetings with
management
Determine schedule of informational meetings with staff
Plan communications outside department to announce
reorganization
Set up individual meetings with employees projected for
layoff and for those employees whose jobs will change
significantly

Determine skills needed for each position.
Compare current skills with what is needed.
Determine training needs and resources.
Design and implement training.
Review, reassess, and gather input during implementation.
Determine methods to get feedback during implementation.
Include systems that will provide regular feedback from
management, staff, and client groups.

Build an effective team
Clarify mission, goals, and standards for success.
Schedule regular staff meetings.
Facilitate communication by remaining open to
suggestions and concerns.
Act as harmonizing influence by looking for opportunities
to mediate and resolve minor disputes.
Encourage all team members to share information.
Support brainstorming and consensus decision-making
where appropriate.

Organizational Diagnosis

Organizational Diagnosis is an effective
way of looking at an organization to
determine gaps between current and
desired performance and how it can
achieve its goals.
Definition

Orientation
Goal setting
Data Gathering
Analysis
Interpretation
Feedback
Action Planning
Implementation
Monitoring/Measurement
Diagnostic Process

Collection of data
Shared understanding of a system
Identification of strengths, opportunities
and problem areas
Determine whether change is desirable
Feeding data base back into the
organization
Purpose

Phases of Diagnosis
•Entry
•Data collection
•Feedback

Challenges at the entry stage
Client resistance
Expectations from the consultants
Role of client and consultant
Vested interests
Info provided to consultants
Rejection of consultant
Managing of client relationships

Solution
Clear letter of contract
Effective liaison system
Clarity about who will participate

Data Collection
Useful data
What to collect
Who will collect it
How to collect it
Confidentiality
Accesses to archives

Data Collected from….
Organizational environment
Groups inside and outside
organization
Individuals whose lives are shaped
by organizations

Methods
Unstructured observations
Examination of documents
Individual interviews
Group interviews
Questionnaires

Analysis
Environmental( O-T)
Institutional(S-W)

Force Field Analysis is a useful technique for
looking at all the forces for and against a decision.
In effect, it is a specialized method of weighing pros
and cons.
By carrying out the analysis you can plan to
strengthen the forces supporting a decision, and
reduce the impact of opposition to it.
Understanding the pressures for…
Favor & Against Change

Sem III
SIESCOMS HR Batch
Sep 2014

Organizational
Development
Interventions

INTERVENE
“To intervene is to enter
into an ongoing system of
relationships, come
persons,
between
groups,
to
or among
or objects for the
purpose of helping them.”
Chris Argyris
(July 16, 1923 – November 16, 2013)

INTERVENTION
Interventions are sets of structured activities
in which selected organizational units engage in a
series of tasks which will lead to organizational
improvement.
The intervention is the procedure the OD
consultant uses, after diagnosing an organizational
situation and providing feedback to management,
to address an organization problem or positive
future.

CRITERIA FOR
EFFECTIVE INTERVENTIONS
1.The Extent to Which it (the Intervention)
fits the needs of the organization.
2.The degree to which it is based on causal
knowledge of intended outcomes.
3.The extent to which the OD intervention
transfers change-management competence to
organization members.

2 Factors that Impact the Success
of OD Interventions
1. Factors relating to Change Situation
These relate to the environment of the
physical and human
organization and include the
environment.
A. Readiness for Change
B. Capability to Change
C. Cultural Context
D. Capabilities of the
Change Agent

2 Factors that Impact the Success
of OD Interventions
2. Factors Related to the Target of Change
These relate to the specific targets at which OD
interventions are targeted. The targets of change can
be different issues of the organization and at
different levels.
A. Organizational Issues
B. Organizational Levels

A. Organizational Issues
1. Strategic Issues
2. Technology and Structure Issues
3. Human Resource Issues
4. Human Process Issues

B. Organizational Levels
OD interventions are
aimed at different levels of
the organization: individual,
group, organization and
trans-organization

Sensitivity training
 The most commonly used Organizational
Development intervention is sensitivity training.
 It is called laboratory training as it is conducted
by creating an experimental laboratory situation
in which employees are brought together, in
groups, to interact in an unstructured
environment.
 The members are encouraged to interact with
new members and new individual behaviours.

The obj ect i ves of l aborat ory
training are:
 1.Tohelppeopleunderstand
themselves better.
2.To createbetterunderstanding of
others.
3.To gain insight into the group process
4.To develop specificbehavioural skills

 Some people never understand why they feel
and act as they do and how the others feel
about them.
 Some people are insensitive to the effects of
their behaviour upon others and their orders
upon subordinates
 Laboratory training helps such people to
understand the impact of theirbehaviour on
others.

 Most of the people concentrateon what they
aregoing to say ratherthan what the others
aresaying.
 This training develops the communication
skills of the employers and develops them as
good listeners.
 It also helps the participants to form into
informal groups and teams and work more
effectively

Modus Operandi of Sensitivity
Training
 Sensitivity training provides faceto face
interaction.
 This training is carried out by largely
unstructuredgroups withoutan agenda,
leader and predeterminedgoals.
 The group is given complete freedom in
developing theirown devices, interactions
and on-going process for interaction..

 Sometimes, the trainer introduces certain
planned activities involving one or two
professional trainersset in with each group.
 The emphasis in this training is not upon
learning specific facts but upon gaining
understanding of feelings,gestures, attitudes
and emotions, i.e.sensitivity to oneself and
others

 Another type of group is encounter group.
These groups involve unstructured small
group interaction under stress in a situation
that requires people to become sensitive to
one another feelings in order to develop
group activity.These groups seek to improve
understanding of self and others, group
process,cultureand general behavior skills

MYERS-BRIGGS TYPE INDICATOR
(MBTI)

THE MBTI IS
A self report instrument
Non judgmental
An indicator of preferences
Well researched
Rich in theory
Professionally interpreted
Used internationally
A way to sort, not to measure

HISTORY OF MBTI
Based on Swiss psychologist Carl G Jung’s
type theory (1920s)
Behaviour is individual and predictable
Developed by Katherine Briggs (mother)
and Isabel Myers (daughter) 1940s
The most widely used personality indicator
in the world
Approximately 1 to 3 million people are
administered by MBTI each year

THE MBTI DOES NOT MEASURE
IQ
Psychiatric disturbances
Emotions
Trauma
Stress
Learning
Normalcy
Maturity
Illness
Affluence

ASSUMPTIONS OF TYPE THEORY
Preferences are inborn
We use both poles at different
times, but notwith equal
confidence
All of the types are equally
valuable

PREFERENCE SCALES
Extraversion -------------- Introversion
Sensing
Thinking
Judging
-------------- intuition
-------------- Feeling
-------------- Perception

Extravert :-action oriented
Introvert :-contemplative (deeply or seriously
thoughtful)
Sensing :-pragmatic(practical)
Intuition :-visionary
Thinking :-logical
Feeling :-compassionate
Judging :-planful
Perceiving :-adaptable

E-I DICHOTOMY
EXTRAVERSION
Attention focused outward:
people, things, action
Using trial and errors with
confidence
Relaxed and confident
Scanning the environment
for stimulation
Seeks variety and action
Wants to be with others
Live it, then understand it
INTROVERSION
Attention focused inward:
concepts, ideas, feelings
Considering deeply
before acting
Reserved and
questioning
Probing inwardly for
stimulation
Seeks quiet for
concentration
Wants time to be alone
Understand it before, live
it

S-N DICHOTOMY
SENSING
Perceiving with the 5 senses
Reliance on experience and
actual data
Practical
In touch with physical realities
Attending to the present
moment
Live life as it is
Prefer using learned skills
Pay attention to details
Make few factual errors
INTUITION
Perceiving with memory and
association (6th sense)
Seeing patterns and
meanings
Innovation
Seeing possibilities
Future achivement
Projecting possibilities for
the future
Change, rearrange life
Prefers adding new skills
Look at big picture
Identifies complex pattern

T-F DICHOTOMY
THINKING
Decision based on the
logic of the situation
Uses cause and effect
reasoning
Strive for an objective
standard of truth
Can be tough-minded
Fair- want everyone
treated equally
FEELING
Decisions based on
impact on people
Guided by personal
values
Strive for harmony and
positive interaction
May appear tender
hearted
Fair-want everyone
treated as an individual

J-P DICHOTOMY
JUDGING PERCEIVING
Wanting closure even
when data are incomplete
Wants only the essentials
of the job
task
Focuses on completing
task
Focuses on starting
Deciding and planning Taking in information
Organizing and
scheduling
Adapting and
changing
Curious and interested
Controlling and regulating Open minded
Goal oriented Resisting closure in
order to obtain more
data
Wants to find out about
the job

ADVANTAGES OF MBTI
Self awareness for better self-
management
Identification of behaviour trends that
have positive outcomes
Identification of behaviour trends that
have less desirable outcomes
Link trends with other data points to
clarify personal or professional
developmental opportunities

DISADVANTAGES OF MBTI
Trying to predict others behaviour
Trying to estimate another individual type
(eg. You must be an extravert because you
are so gregarious)
Assuming that how a preference plays for
you is exactly how it would play out for
someone else
Justifying behavior (eg. Declaring that the
individual must be P because he is always
late)

Role analysis technique
(RAT) Sayed Izharul Hasnain

(RAT)
• Role analysis
technique
(RAT) is used to help
employees get a better
grasp on their role in
an organization. Sayed Izharul Hasnain

(RAT)
• In the first step of a RAT
intervention,
people define their
perception of their role
and contribution to the
overall company effort
in front of a group of
coworkers.
• Group members then
provide feedback to
more clearly define the
role. Sayed Izharul Hasnain

(RAT)
• In the second phase,
the individual and the
group examine ways
in which the
employee relies on
others in the
company, and how
they define his or her
expectations.

(RAT)
• RAT interventions help
people to reduce role
confusion, which can
result in either conflict or
the perception that some
people aren't doing their
job.
• A popular
intervention
similar to RAT is
responsibility
charting
, which utilizes a matrix
system to assign decision
and task responsibilities.

Introduction
• Role negotiation technique is a team building
technique involving negotiations between
participants.
• When the causes of team ineffectiveness are based on
people’s behavior of unwillingness to change because it
would mean a loss of power or influence, role
negotiation could help to a great deal.
• Role negotiation technique directly intervenes in the
relationships of power, authority and influence within the
group. The change effort is directed at the work
relationships among members.
• Role negotiation technique was developed by Roger
Harrison

The steps in Role Negotiation
Technique
• Contract Setting
• Issue Diagnosis
• Influence Trade
• Appreciation and Concerns
Exercise
• Visioning

1. Contract Setting
• OD consultant establishes the climate. OD
consultant sets the ground rules.
• The focus is on work behaviors, not feelings about
people.
• There needs to be specificity in stating what is
needed in terms of:
 what work behavior needs to be started
 what work behavior needs to be stopped
 what work behavior needs to be continued
• This will consist of individuals negotiating with each
other to arrive at a written contract of what behaviours
each will change

2. Issue Diagnosis
• Individuals think about their own
effectiveness improvement.
• Issue Diagnosis Individuals think about how
their own effectiveness can be improved, if
others change their work behaviors. Then,
each person fills out an issue diagnosis
form for every other person in the group. On
this form, the individual states what he or
she would like the other to do more, less or
unchanged. This is shared.

3. Influence Trade
• Individuals discuss most important
behaviour changes expected from the
other side and it leads to fruitful ends.
• The negotiation ends when all parties are
satisfied that they will receive a
reasonable return for whatever they are
willing to forego, agreed through a
contract.

4. Appreciation and Concerns
Exercise
• If the deficiency happens to be lack of
appreciation, avoidance of confronting
concerns and talents, then this will help. The
facilitator (or consultant) will ask members to
write one to three appreciations for each
member of the group. Then the facilitator will
ask members to jot down one or two minor
irritants or concerns relative to each person.
This forms the basis of further discussion.

5. Visioning
• Group members in one or more
organisational groups describe their vision
of what they want the organisation to be
in future (by 6 months to 5 yrs).

Conclusion
• It is best to have a follow-up meeting to
determine whether the contracts have
been honoured and to assess the
effects of the contracts in terms of their
effectiveness.

Evaluating Organizational
Change: How and Why?

143
Rationale/Arguments for evaluating
organizational change
Sound professional practice.
Basis for organizational learning.
Central to the development of evidence
based practice.
Widespread cynicism about fads and
fashions.
To influence social or governmental
policy.

144
Research and evaluation
Research focuses on relations
between theory and empirical
material (data)
Theory should provide a base for policy
decisions
Evidence can illuminate and inform theory
Show what does not work as well as what
does
Highlight areas of uncertainty and confusion
Demonstrate the complexity of cause-effect
relations
Understand predict control

145
Pragmatic Evaluation: what
matters is what works
Why it works may be unclear
Knowledge increases complexity
Evidence and cultural context
May be self fulfilling
Tendency to seek support for policy
Extent of sound evidence unclear

146
Why is sound evaluation
so rare?
Practice shows that evaluation is an
extremely complex, difficult and
highly political process in
organizations.
Questions may be how many, not
what works

147
Evaluation models
1. Pre-evaluation
2. Goal based (Tyler, 1950)
3. Realistic evaluation (Pawson & Tilley,1997;
Sanderson, 2002)
4. Experimental
5. Constructivist evaluation (Stake, 1975)
6. Contingent evaluation (Legge, 1984)
7. Action learning (Reason & Bradbury, 2001)
A study should be technically sound,
administratively convenient and politically
defensible. Alec Rodger

148
1.1 Pre-evaluation (Goodman &
Dean, 1982)
The extent to which it is likely that... A
has an impact on b
Scenario planning
Evidence based practice
All current evidence thoroughly reviewed and synthesised
Meta-analysis
Systematic literature review
Formative v summative (Scriven,
1967)

149
1.2 Pre-evaluation issues
Based on theory and past
evidence: not clear it will
generalise to the specific case
Formative: influences planning
Argument: to understand a
system you must intervene (Lewin)

150
2. 1. Goal based evaluation Tyler
(1950)
An evaluation that determines the extent to which a program
has achieved its goals. This approach relies heavily on stated
program goals and objectives, and as such it might overlook
other aspects of the program.
Objectives used to aid planned change. Can help clarify models.
Goals from bench marking, theory or pre-evaluation exercises
Predict changes
Measure pre and post intervention
Identify the interventions
Were objectives achieved?

151
2.2 Difficulties with Goal
based evaluation
Who sets the goals? How do you identify the
intervention?
Tendency to managerialism (unitarist)
Failure to accommodate value pluralism
Over-commitment to scientific paradigm
What is measured gets done
No recognition of unanticipated effects
Focus on single outcome, not process

152
3.1 Realistic evaluation:
Conceptual clarity (Pawson &
Tilley,1997)
The complete realist question is: “What works, for whom,
in what respects, to what extent, in what contexts, and
how?”. In order to answer that question, realist evaluators
aim to identify the underlying generative mechanisms that
explain ‘how’ the outcomes were caused and the influence
of context.
Evidence needs to be based on clear ideas about
concepts
Measures may be derived from theory
Examine definitions used elsewhere
Consider specific examples
Ensure all aspects are covered

153
3.2 Realistic evaluation
Towards a theory: What are
you looking for?
Make assumptions and ideas explicit
What is your theory of cause and effect?
What are you expecting to change (outcome)?
How are you hoping to achieve this change
(mechanism)?
What aspects of the context could be important?

154
Context-mechanism-
outcome
Context: What environmental
aspects may affect the outcome?
What else may influence the outcomes?
What other effects may there be?

155
Context-mechanism-
outcome
Mechanism: What will you do
to bring about this outcome?
How will you intervene (if at all)?
What will you observe?
How would you expect groups to
differ?
What mechanisms do you expect to
operate?

156
Context-mechanism-
outcome
Outcome: What effect or
outcome do you aim for?
What evidence could show it
worked?
How could you measure it?

157
4.1 Experimental evaluation:
Explain, predict and control by identifying causal
relationships
Theory of causality makes predictions about
variables eg training increases productivity
Two randomly assigned matched groups:
experimental and control
One group experiences intervention, one does
not
Measure outcome variable pre-test and post-test
(longitudinal)
Analyse for statistically significant differences
between the two groups
Outcome linked back to modify theory
The gold standard

158
4.2 Difficulties with
experimental evaluation in
organizations
Difficult to achieve in organizations
Unitarist view
Leaves out unforeseen effects
Problems with continuous change
processes
Summative not formative
Generally at best quasi-experimental

159
5.1 Constructivist or
stakeholder evaluation
Responsive evaluation (Stake, 1975) or
Fourth generation evaluation (Guba
& Lincoln, 1989)
Constructivist interpretivist
hermeneutic methodology
Based on stakeholder claims concerns issues
Stakeholders: agents, beneficiaries, victims

160
5.2 Response to an IT
implementation
(Brown, 1998)
Theme The ward Laboratory IT Team
Goal Improve
quality to
patients
Improve
quality for
ward staff
Clinical and
financial
benefits
Outcome Waste of
time and
energy on a
pointless
system
No
improvemen
t to
adequate
systems
Technically
competent
system -
misconceive
d project

161
5.3 Constructivist
evaluation issues
No one right answer
Demonstrates complexity of
issues
Highlights conflicts of interests
Interesting for academics
Difficult for practitioners to
resolve

162
6 A Contingent approach to
evaluation
(Legge, 1984)
Do you want the proposed change
programme to be evaluated?
(Stakeholders)
What functions do you wish its
evaluation to serve? (Stakeholders)
What are the alternative approaches to
evaluation? (Researcher)
Which of the alternatives best matches
the requirements? (Discussion)

163
7. Action research
Identify good practice
(Reason & Bradbury, 2001) Action
research
Responds to practical issues in organizations
Engages in collaborative relationships
Draws on diverse evidence
Value orientation - humanist
Emergent, developmental

164
Issues with realist models
Tendency to managerialise
Over-commitment to scientific
paradigm
Context stripping,
Over-dependence on measures
Coerciveness: truth as non-negotiable
Failure to accommodate value pluralism
Every act of evaluation is a political act,
not tenable to claim it is value free

165
Issues with Constructionist
approach
Evaluation judged by who for
whom and in whose interests?
Identify different views, then
what?
Who has power?
Leaves decisions open
May lead to ambiguity

166
Why not evaluate?
Expensive in time and resources
De-motivating for individuals
Contradiction between “scientific”
evaluation models and supportive,
organization learning models
Individual identification with activity
Difficulties in objectifying and maintaining
commitment
External evaluation ‘off the shelf’
inappropriate and unhelpful

167
Why evaluate?
(Legge, 1984)
Overt
Aids decision making
Reduce uncertainty
Learn
Control
Covert
Rally support/opposition
Postpone a decision
Evade responsibility
Fulfil grant requirements
Surveillance

168
Conclusion
Evaluation is very expensive, demanding and
complex
Evaluation is a political process: need for clarity
about why you do it
Good evaluation always carries the risk of
exposing failure
Therefore evaluation is an emotional process
Evaluation needs to be acceptable to the
organization

169
Conclusion 2
Plan and decide which model of evaluation
is appropriate
Identify who will carry out the evaluation
and for what purpose
Do not overload the evaluation
process:judgment or development?
Evaluation can give credibility and
enhance learning
Informal evaluation will take place whether
you plan it or not

Change Management

What is Change Management?
• Change management refers to the task of managing
change.
• Managing change refers to the making of changes in
a planned and managed or systematic fashion.

Change Management Principles
Following principles:
• At all times involve and seek support from people within
system (system = environment, processes, culture,
relationships, behaviours, etc., whether personal or
organisational).
• Understand where you are / the organisation is at the
moment.
• Understand where you want to be, when, why, and what the
measures will be required for reaching / getting there.
• Plan development towards above No.3 in appropriate
achievable measurable stages.
• Communicate, involve, enable and facilitate involvement of
people, as early and openly and as fully as possible.

Advantages of Proper Organizational
Change Management
Successful / proper change management may provide
following advantages to business firms :
• Lower or neglible staff dissatisfaction
• Lower or negligible resistance to change process
• Lesser time and efforts are required for
implementing change
• Lower costs associated with change
• Participation of majority in change, thus leading to
increased motivation
• Successful implementation of change
• Sustainable change with very less probability of
rollback

Advantages of Proper Organizational Change
Management
Contd …
• May help the organization to adapt to changes at a
faster rate and thus help the organization to survive in
the ever-changing environment
• Easy integration in the case of merger or amalgamation
with lesser time, efforts and costs
• May lead to increased efficiency, increased productivity
• May lead to lower cost of operations i.e. cost reduction
• May lead to improvement in quality
• May help in gaining technological leadership
• May lead to more profitability

Change Management Process
Change management comprises process six main
activities as under:
• Identify potential change
• Assess
• Plan change
• Implement change
• Review and
• Close change.

• The biggest challange to any change comes through
resistance to change. Change disturbs existing
equilibrium, existing procedures, power structures
etc within the system or organization, which may
not be liked by many persons, thus leading to
resistance to change.
• 1. The resistance to change could be
• (a) Overt or Immediate resistances to change
• (b) Implicit or Deferred resistances to change
• 2. Resistance to change can come from employees
as well as employers or management.
• 3. Resistance to change can occur at any level i.e.
individual level, group level and organization level.

Building Culture for Change
• Building culture for change is a time consuming
exercise and involves lot of efforts.
• ????

In general terms, the change program should:
• Describe the change process to all people involved and explain
the reasons why the changes are occurring. The information
should be complete, unbiased, reliable, transparent, and timely.
• Be designed to effectively implement the change while being
aligned with organizational objectives, macro environmental
trends, and employee perceptions and feelings.
• Provide support to employees as they deal with the change,
and wherever possible involve the employees directly in the
change process itself
• Be consistently monitored and reviewed for effectiveness. A
successful change management program is typically also a
flexible project

The ADKAR model developed by Jeff Hiatt (1998, 2006) can
be highly helpful for individual change management. The
model presents five building blocks which must be
obtained / implemented to realize change successfully. It
is management's job to create an environment in which
people can go through these five stages as quickly as
possible, which include:
• Building AWARENESS as to why the change is needed
• Creating DESIRE to support and participate in the change
• Developing KNOWLEDGE as to how to change
• Fostering ABILITY to implement new skills and behaviours
• Providing REINFORCEMENTS to sustain the change

ADKAR MODEL

Change Management Strategies
Strategies based on 4 basic approaches on the
perception about human beings
• Empirical-Rational
• Normative-Reductive
• Power-Coercive
• Environmental-Adaptive

Organizations do not pursue a single strategy. They
adopt a suitable mix of strategies depending upon
following factors:
• Degree of Resistance
• Target Population
• The Stakes Involved
• The Time Frame
• Degree of Expertise Involved
• Dependency

Some of the strategies are discussed as below :
• Proper timing / tact
• Education & communication
• Seeking participation
• Facilitation & support
• Negotiation
• Manipulation & Co-optation
• Coercion
• Introducing incentives / rewards

Alternatively John P Kotter's eight step change model
may be used for effective change management.
1. Increase urgency
2. Build the guiding team
3. Get the vision right
4. Communicate for buy-in
5. Empower action
6. Create short-term wins
7. Don't let up
8. Make change stick

Role of Leader in Change
•
• Who is a leader ?
As per James Mcgregor Burn –“ A leader is one who instills
purposes , not one who controls by brute force”.
• Few other definitions of a leader or leadership are as
under:
• “ A leader is one who can take a group of people to a place
they don’t think they can go”.
• “ Leadership is --- we, not me; mission, not my show;
vision, not division; community, not domicile”.
• Many other definitions of the word leader or leadership
are also available, but there is no single exhaustive or all-
inculsive definition.
• A leader can play both positive as well as negative role in
change management.

• A leader can play the following positive roles by helping
the mangement during the process of change:
• Encouraging collaboration rather than comeptition
• Encouraging customer-orientation
• Encouraging training and coaching
• Encouraging quality consciousness
• Improving communication
• Encouraging team work
• Improving participation of work force
• Can reduce conflicts by problem-solving
• Helping and encouraging for better productivity
• Can encourage creativity in an organization
• Helping in creating proper culture for improvement,
problem solving, prevention etc.

• A good leader as a head of a team (consisting of
representatives or members from either same or
different functions / departments of an organization)
can help in :
o Proper & successful management of new product
development & its commercialization (innovation)
o Reduction of lead time from research &
development to markets.
o Speeding up volume / quantum of successful new
product launch
o Attainment of quality leadership
o Attainment of new product / technological
leadership
• A leader can follow steps in ADKAR model for building
culture for change

INVOLVING PEOPLE IN CHANGE
MANAGEMENT /
PEOPLE LEVER IN ORGANIZATIONS
• If people lever is not managed properly, people in
organizations can resist the change at following levels :
• Individual level, group level, organizational level
• As an employee, as managers
• This in turn can adversely affect team work, productivity,
quality, drive towards modernization etc.
• If people lever is managed properly, people lever can be
used to create multifold increase in :
• Creativity i.e. generation of new and useful ideas
• New product development & its commercialization
( innovation)
• Productivity
• Improvement in quality
• Overall technological advancement / development

INVOLVING PEOPLE IN
CHANGE MANAGEMENT /
• People lever in organizations can be utilized /
harnessed by:
• Ensuring proper communication
• Promoting education & training
• Creating right organizational culture
• Seeking participation of employees
• Introducing rewards / incentives
• Encouraging creativity by respecting individual
initiatives, group initiatves like brain-storming,
delphi etc.
• Creating teams by involving members from
same or different functions / departments of
the organization.

MANAGEMENT /
• Teams both multi-functional as well as of same function
can be used to harness people lever for change
management in organizations.
• Multi functional teams are usually used in case of New
product development, new projects etc
• Committees like purchase committee, budget committee are
frequently used in organization to gain advantage of pooling
of ideas. Special Task Forces, Project Monitoring Groups
may also be made.
• Japanese organizations have gained global competitiveness
by using people lever. Japanese organizations have
frequently used people lever through Kaizen, Ringi etc. for
gaining quality improvement and problem solving.

MANAGEMENT /
Kaizen - is the Japanese concept of continuous
improvement. Motto of Kaizen is – “Today better than
yesterday and Tomorrow better than today.” Kaizen
practice means deep, systematic and continuous
involvement of people (everybody) and by using certain
techniques, but mainly by their brain, to cause a process
of improvement to start, develop and never-end.
• Under this concept, plant is treated as a living
institution. It is continuously learning and changing.
• Work-teams focus on how to improve what they are
doing.
• Job rotation & cross –training are frequently employed /
used to give workers a complete prespective of
production processes.

INVOLVING PEOPLE IN
CHANGE MANAGEMENT /
Contd .. -The five main elements of kaizen
• Teamwork
• Personal discipline
• Improved morale
• Quality circles
• Suggestions for improvement

INVOLVING PEOPLE IN
CHANGE MANAGEMENT /
Contd ..
A quality circle is a volunteer group composed of
workers (or even students), usually under the
leadership of their supervisor (they may elect a team
leader), who are trained to identify, analyze and solve
work-related problems and present their solutions to
management in order to improve the performance of
the organization, and motivate and enrich the work of
employees. When matured, true quality circles become
self-managing, having gained the confidence of
management.

MANAGEMENT /
• The Ringi System is a unique way of coming toconsensus
about new ideas within Japanese companies.
• It is based on widely held consultations among different
level managers on new ideas or projects.
• The ideas are usually proposed by the lower rank
managers who have operational responsibilities. The
concept would then be discussed among the same rank
personnel and once having reached the consensus it would
be passed to the next level of managers, where it would
undergo the same procedure.
• After such broad consultations the proposal will reach
the top management, where it would or would not get the
final approval.

THANK YOU

organizational change and development.pptx

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